Title: Managerial Work Values in India: A Comparison among Four Industry Sectors
Abstract: This study explores and analyzes the work value patterns of entry-level managers from certain selected sectors of the Indian industry. Data from 380 junior managers of IT, consulting, manufacturing and service sector of Indian industry are collected on certain specific managerial work values. Based on the cluster analysis, the work values are initially grouped and further studied to understand the differences across tlte selected industry sectors. Out of the three clusters which emerged, two are in line with the hygiene and motivation aspects of Herzberg's two-factor theory. The third cluster consists of the single dimension of the rural work value. One-way ANOVA results show no significant differences among the four industry sectors for the three work value clusters. However, further analysis using chi-square tests on the sub-groups of each sector reveals that managers working in the four sectors are not comparable in terms of their work value preferences. Managers in the manufacturing sector preferred hygiene to motivation, whereas those in consulting give equal importance to both the hygiene and the motivation dimensions. Moreover, managers belonging to IT and service industries are found to give more importance to motivation vis-a-vis the hygiene dimension of work values. The paper discusses on the implications of the findings In the recent past, work values of employees have emerged as one of the key themes for academicians as well as practitioners in their attempts to understand various business phenomena. The interest in work values has been triggered by the wave of globalization and the ensuing need for cross-cultural business interactions. In order to enhance such cross-cultural business interactions a considerable amount of research has been undertaken to better gauge business-related work values in diverse cultural contexts (Gopalan and Rivera, 1997; Ralston et ai., 1997; Westwood and Posner, 1997). The spate of mergers and acquisitions in recent times has also contributed to the current interest in employee work values. There is at present a growing body of research suggesting that work values have implications for the beliefs, attitudes, motivation, satisfaction, commitment, as well as the behaviors of organizational members, and ultimately corporate outcomes (Elenkov, 1997; England et al., 1971; Ralston et al., 1999). More and more organizations are today concerned about the work values of its employees and are using this information for making various decisions concerning its human resources. In fact, it has become imperative for organizations to have a better understanding of the work value patterns of its employee population, especially those at the managerial levels. Significant progress has been made in the understanding of the work values construct in the last two decades. In a theoretical overview of studies on work values, Sagie et al. (1996) identified three main streams of research in the field of work values. The first set of studies identifies the underlying factors or facets of the work values domain. A second set of studies correlates work values including antecedent and consequent variables. The third stream of investigations dealt with differences in the pattern and level of work values on culture. Organizational culture, which is defined as the shared assumptions, values and beliefs of organizational members (Trevino, 1986), has been widely associated with values (Gatewood and Carroll, 1991; Schein, 1985; Schneider, 1990; Trevino, 1986). A clear understanding of norms or standards about appropriate behavior helps individuals judge what is appropriate in a given situation, thereby, shaping their values. Rokeach (1973) suggested that values could be meaningfully applied and explained at all levels of social analysis, including personal, group, organizational, institutional, societal, and cultural levels. Perrow (1986), while taking a cue from organization theory, noted the existence of 12 levels of analysis: individual, group, department, division, organization, interorganization, organizational set, networks, industry, region, national, and world. …
Publication Year: 2006
Publication Date: 2006-07-01
Language: en
Type: article
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Cited By Count: 7
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